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Question
Organizations are MOST likely to be able to pay below-market compensation rates in an area witha. high unemployment.
b. high cost of living.
c. high wage levels.
d. high labor costs.
e. highly skilled workers.
Answer
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Related questions
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e. Generating examples of effective and ineffective performance
Q:
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c. functional job analysis.
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Q:
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a. growth
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a. demand forecasting.
b. the social context.
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Scenario 10.1Ellen Jones is the human resource manager for Tent-Sations, a midsize company that manufactures recreational camping tents. Tent-Sations employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance management system. She has been instructed by top management to develop a performance management system that encourages employees to go beyond their formal job duties. Therefore, top management would also like the performance management system to assess particular employee behaviors that specifically support organizational goals in addition to employees' everyday job tasks. Supervisors in this fast-paced organization have limited opportunity to view their subordinates' performance on a daily basis. Employees work in self-managed cross-functional work teams, with each team being responsible for the entire tent-making process. With input from supervisors, each team sets its own output goals for each month of the year and employee compensation is based on the team's goal achievement as well as on individual performance factors.Refer to Scenario 10.1. By considering employees behaviors that go beyond their formal job duties, what aspect of performance is being included in the new performance management system?a. Contextual performanceb. Strategic performancec. Behavioral performanced. Critical performancee. Incident performance
Q:
Scenario 10.1Ellen Jones is the human resource manager for Tent-Sations, a midsize company that manufactures recreational camping tents. Tent-Sations employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance management system. She has been instructed by top management to develop a performance management system that encourages employees to go beyond their formal job duties. Therefore, top management would also like the performance management system to assess particular employee behaviors that specifically support organizational goals in addition to employees' everyday job tasks. Supervisors in this fast-paced organization have limited opportunity to view their subordinates' performance on a daily basis. Employees work in self-managed cross-functional work teams, with each team being responsible for the entire tent-making process. With input from supervisors, each team sets its own output goals for each month of the year and employee compensation is based on the team's goal achievement as well as on individual performance factors.Refer to Scenario 10.1. Given Tent-Stations' work structure, what additional source of performance information may be critical in assessing employee performance?a. Supervisorsb. Peersc. Customersd. Selfe. Top management
Q:
Scenario 10.1Ellen Jones is the human resource manager for Tent-Sations, a midsize company that manufactures recreational camping tents. Tent-Sations employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance management system. She has been instructed by top management to develop a performance management system that encourages employees to go beyond their formal job duties. Therefore, top management would also like the performance management system to assess particular employee behaviors that specifically support organizational goals in addition to employees' everyday job tasks. Supervisors in this fast-paced organization have limited opportunity to view their subordinates' performance on a daily basis. Employees work in self-managed cross-functional work teams, with each team being responsible for the entire tent-making process. With input from supervisors, each team sets its own output goals for each month of the year and employee compensation is based on the team's goal achievement as well as on individual performance factors.Refer to Scenario 10.1. Ellen, representing Tent-Stations' human resource department, will be in charge of all of the following facets of the new performance management system EXCEPTa. determining the timing of the performance appraisals.b. ensuring that performance standards are clearly communicated to employees.c. linking performance appraisal information to training and development efforts.d. linking performance appraisal information to the company's compensation system.e. collecting employees' performance information on a day-to-day basis.
Q:
Career management is ultimately the responsibility of the
a. human resource manager.
b. line supervisor.
c. organization.
d. individual.
e. recruiter.
Q:
All of the following would place limitations on the effectiveness of career planning EXCEPT
a. individuals may find new opportunities outside the employing organization at unexpected times.
b. the organization has little flexibility in altering the career paths it predicts for its employees over time.
c. the organization's human resource needs can change over time.
d. unanticipated mergers and acquisitions can change career opportunities.
e. people can experience changes in interests or priorities.
Q:
At Lorenzo's workplace, the performance appraisal process includes measurements of organizational citizenship behaviors, such as volunteering for unpleasant tasks and helping new employees socialize into the work team. Lorenzo's employer is
a. enforcing job requirements.
b. using inappropriate information.
c. committing a halo error.
d. relying on a ranking method.
e. rating contextual performance.
Q:
The following item appears on a student evaluation form, to assess a student's preparation outside of class. What type of performance appraisal is represented by this example?
1 = Often unprepared when called on. Frequent late assignments.
2 = Sometimes unprepared when called on. Hands in 2-3 assignments late.
3 = Unprepared on occasion, but not often. Hands in 2 or fewer late assignments.
4 = Usually well-prepared when called on, but may be unprepared on 1-2 occasions. All assignments handed in on time.
5 = Always prepared when called on. Hands in every assignment early or on time.
a. Management by Objective (MBO)
b. Critical incident
c. Simple ranking
d. Behaviorally Anchored Rating Scales (BARS)
e. 360-degree feedback
Q:
A career includes all of the following EXCEPT
a. the various specific jobs that a person performs.
b. the kinds of responsibilities and activities that make up those jobs.
c. movements and transitions between jobs.
d. wages.
e. an individual's overall assessment of and feelings of satisfaction with these various components of her or his career.
Q:
Which of the following is NOT a potential problem associated with the use of graphic rating scales in the performance appraisal process?
a. Attribution of too much objectivity to results
b. Leniency or severity error
c. The number of included performance dimensions must be restricted to a few
d. Halo error
e. Range restriction
Q:
Supervisor Katy is establishing a list of the best to worst performers in the department. Which performance appraisal method is Katy utilizing?
a. Paired comparison
b. Behaviorally Anchored Rating Scales (BARS)
c. Behavioral Observation Scale (BOS)
d. Forced distribution
e. Simple ranking